LeanContinuous
Improvement
Over the next short while …
What is Lean?– Well, what is it?– 5 Pillars of Lean
Lean at the University of St Andrews– How we do Lean (Estates Job Tracking Project)
Lean History in a Nutshell 1910s
o Ford and Mass Production: any colour, as long as it’s black
1950s onwardso Toyota develops their production
system
1980so “Lean” coined to describe the Toyota
Production System
1990so Service industry discovers that Lean
works for other than physical parts
What is Lean? Philosophy of work
Lean is a way of doing more with less – less human effort, less equipment, less material, less time and less space
Two Fundamentals– Continuous Improvement– Respect for People
Continuous Improvement: PDCA
PlanPlanActAct
DoDoCheckCheck
Evaluate & follow up
Evaluate & follow up
Define the problemDefine the problem
Identify root cause(s)
Identify root cause(s)
Implement solutionImplement solution
Establish temporary fix?
Establish temporary fix?
Identify solutions
Identify solutions
Define your objective
Define your objective
Examine the consequences
Examine the consequences
Respect for People Staff are our greatest asset
– Knowledge and experience– What works well and what needs to be improved
Lean– Uses cultural change to deliver dramatically
improved service and decreased costs– Involves people at the right level to develop a
sense of ownership for work– Develops team working
5 Pillars of Lean Maximise VALUE
Understand work as a PROCESS
Create smooth FLOW
Respond to PULL
Aim for PERFECTION
Maximise VALUE Only do that which adds value
Eliminate waste– Transportation– Inventory– Motion– Waiting– Over production– Over processing– Defects– Skills
Understand work as a PROCESS
Something comes in
Something different goes outSomething
happens in here
Create smooth FLOW
Respond to PULL Think about the process from the
customer’s perspective
What does the customer need and when?
Aim for PERFECTION University of St Andrews motto:
– Aien Aristeuein – ‘Ever to be the best’
Why settle for ‘that will do’? Benchmarking? Pick up one piece of work and
complete it, or pass on perfect
Lean at the University of St Andrews Work with Service Units
– Customer Service, Quality, Efficiency– Schools can focus on Teaching and Research – Students can focus on Learning
Embed Lean– ‘Lean’ is how we do things around here– It’s everyone’s job to improve everything– Staff take responsibility
8 Step Process1. Request2. Scope3. Plan4. Train5. Redesign6. Implement7. Review8. Feedback
Request An area of potential work is identified
– By anyone– The process concerned will not be
broken– Evolved to where it is now
Scope Goals, project team and resources
agreed– Half a day
• Process owner/s• Key stakeholder/s
– Outcomes• Goals defined• Deadline set• Resourcing identified• Project team members identified
Plan Project Team reviews goals etc.
– Half a day– Outcomes
• Goals finalised • Data gathering and stakeholder consultation
identified• How long? How long!• When and Where
Training Similar to this presentation
– What is Lean?– What is the project all about?– What is going to happen during the
project?
and ….
– What does this mean for me?
Redesign What happens?
– Map how things are done at the moment
– Generate and analyse ideas about how things could be done
– Design a new process (Interim and/or Ideal)
– Create an action plan to ensure the new process is put in place
– Presentation to peers and management
How do we do it?– Working with the right people, the right information, with the authority to
act
– Asking lots of questions - Why? Why? Why? Why? Why?
– Low tech
– Enjoyment!
Implement
New process put in place– Ideally, the new world begins
immediately– All or part may happen during Redesign– Usually, takes time: days, weeks or
months– Perseverance
Review Lean Team maintains a management role Progress is monitored
– Regular meetings with Project Team• 2 to 3 hours• 2 weeks, then monthly until new processes proven
– Maintain enthusiasm– Maintain momentum– Deal with issues immediately
Project Outcomes Better service to Students and
simpler administration for Staff:– Student status letters– Library Services – Acquisitions, Cataloguing, Re-shelving– Student society formation– Student self certification of absence– Menu planning– Finance processes - Cash handling policy, AP, Sales
invoicing– Estates job tracking
More time to do the important stuff
Mark Robinson
Lean
University of St AndrewsBute Annexe
Westburn LaneSt Andrews KY16 9TS
01334 [email protected]
